A coherent change management strategy is fundamental to the success of business transformations, ensuring they reach their ambitions and make a lasting impact. Working by your side, The Berkeley Partnership can help you plan, drive and embed change to achieve real results.
Getting change management right
If you’re investing in any kind of change, you must ensure that change is managed well if you want to realise the full benefits.
The Berkeley Partnership can help you establish the right foundations. Our change management consultants can work with you to develop a clear, well-articulated vision and create a compelling business case. We can also help your organisation prepare for and buy into the change programme by securing leadership commitment and engaging key stakeholders.
But we can also challenge and adapt where needed, helping you to overcome the inherent complexities of change management. We can partner with you to track and measure change interventions, report progress and plans to leaders, and ensure the adoption of changes will lead to lasting outcomes.
Berkeley’s involvement has allowed the transition programme to get mobilised in a structured way. Communication with the key (and many) stakeholders has been excellent.”
Group CIO, a consumer goods company
Change management that delivers value for investment
Effective change management will always focus on delivering the benefits, which includes realising value for investment. Our change management consultants can work with you to drive real clarity on what your vision will actually deliver, and exactly how you are going to achieve those outcomes. Together, we can ensure the change effort focuses on the right areas, is proportionate to the benefits and is supported by a strong sense of shared ownership and desire for action.
Change management that prepares you for transformation
Effective change happens when both the individuals involved and the organisation as a whole are ready. Berkeley is a change management consultancy that can help you take the right actions to prepare your people for change. We can also work with you to ensure that your organisation’s processes, systems, culture and other operational aspects all line up to help, not hinder, the changes you need.
Change management that creates genuine commitment
It’s not enough to have people who are aware of the reasons for change; there also needs to be a genuine commitment to new ways of working, whatever the challenges. With our change management consulting expertise, Berkeley can help you create commitment - not just capability – in your organisation. We can help you identify and take the right actions to enable your people to really embrace the changes necessary.
Change management – a handy framework
We love making change happen, and helping our clients navigate the path to success. Our consultants have extensive experience in delivering successful change management – from global transformations to technology implementation, and on to introducing new cultures and ways of working. We also have expertise in change management to support agile programmes, and across a portfolio of programmes.
The Berkeley Partnership’s simple and practical change framework, will ensure you take all the timely, critical actions to successfully deliver your change and realise the benefits.
Leading the way: We help you create and sustain visible, committed and aligned executive sponsorship and support.
Preparing the business: We place heavy emphasis on really understanding how your whole business will be impacted. This holistic approach ensures your operating model and culture evolve in the right ways to support the desired change and mitigate any operational risks.
Equipping the individual: Our approach ensures the right people are championing the change at ‘grass roots’ level. We help equip your people with the knowledge and expertise they need to be ready.
Creating real ownership: We aim to foster genuine understanding and buy-in from everyone involved in the transformation. We help you give your people a say in shaping the changes that will impact them, handle concerns and tackle whatever is really getting in the way of making the change happen.
We won’t come with an army of consultants or pre-set ideas or methodologies. Instead, using our deep experience and our framework, we will partner with you to tailor the right approach.
Above all, we make sure your people are at the heart of both your change management strategy and the long-term organisational structures required to embed and sustain that desired change.
Effective change management ensures you land, embed and sustain the benefits required for your business. If you’re investing in change, Berkeley can help you ensure you achieve those lasting outcomes.”
Chris Southwell, Partner
Clients often ask us…
Question 1
How do we ensure our change management strategy is right sized and will ultimately deliver the outcomes we want to achieve?
Question 2
How can I generate and keep executive support for my change management strategy?
Question 3
How do I establish ownership and track progress over the different elements of my change programme?
Question 4
Do we need to adapt our operating model and culture to support the change we want?
Question 5
How do we ensure our people understand and buy into our change programme?
Question 6
How do we give our people a say in shaping change without causing roadblocks?
Client stories
Govia Thameslink Railway
The Govia Thameslink Railway (GTR) franchise was created to support the completion of the Thameslink Programme: London’s ‘north-south Crossrail’. Berkeley were brought in to fulfil a full-time integration director role within the new executive team and build ownership that was critical to put this mega-franchise on track.
Within an aggressive timeline, we needed to change the job descriptions and reporting lines for 1,200 people, including a 20% fall out and 10% arrival of fresh legs. We also had to align two totally different data systems and infrastructures, which required building consensus, delivering multiple IT projects and up-skilling operators.
Cathay Pacific
Cathay launched the Passenger Support System (PSS) programme to implement the industry standard ‘Amadeus’ system. This system is integrated, supports multi-channel interaction and provides a much enhanced user experience (UX) for passengers and internal business users. Importantly, the new PSS platform also offered the opportunity to drive up revenues (e.g. by supporting additional cabin classes) and reduce operating costs.
Some months into their journey, Cathay Pacific recognised that they had some weakness in some of these core building blocks and Berkeley was asked by the PSS programme director to develop an overarching change management approach.
Altus
When Altus UK decided to buy its biggest competitor, they had to get the integration right first time. The team at Altus could see they would need expert support and reached out to Berkeley.
At the end of the engagement, Altus achieved the market share it wanted and grew its margins in excess of its pre-deal expectations. It cut costs through efficiencies – combining back-office functions, rationalising systems and processes and more. Most importantly, it achieved its mission to create a new business that took the good parts of two legacy organisations, while retaining its brand and strengthening its pre-eminent position in the marketplace.
M&S Direct
Berkeley supported Marks & Spencer in developing a five-year strategy and programme of work for its direct-to-consumer business, M&S Direct, in response to a stretch target set by the CEO that called for a five-fold increase in the business over as many years.
Client stories
The Govia Thameslink Railway (GTR) franchise was created to support the completion of the Thameslink Programme: London’s ‘north-south Crossrail’. Berkeley were brought in to fulfil a full-time integration director role within the new executive team and build ownership that was critical to put this mega-franchise on track.
Within an aggressive timeline, we needed to change the job descriptions and reporting lines for 1,200 people, including a 20% fall out and 10% arrival of fresh legs. We also had to align two totally different data systems and infrastructures, which required building consensus, delivering multiple IT projects and up-skilling operators.
Cathay launched the Passenger Support System (PSS) programme to implement the industry standard ‘Amadeus’ system. This system is integrated, supports multi-channel interaction and provides a much enhanced user experience (UX) for passengers and internal business users. Importantly, the new PSS platform also offered the opportunity to drive up revenues (e.g. by supporting additional cabin classes) and reduce operating costs.
Some months into their journey, Cathay Pacific recognised that they had some weakness in some of these core building blocks and Berkeley was asked by the PSS programme director to develop an overarching change management approach.
When Altus UK decided to buy its biggest competitor, they had to get the integration right first time. The team at Altus could see they would need expert support and reached out to Berkeley.
At the end of the engagement, Altus achieved the market share it wanted and grew its margins in excess of its pre-deal expectations. It cut costs through efficiencies – combining back-office functions, rationalising systems and processes and more. Most importantly, it achieved its mission to create a new business that took the good parts of two legacy organisations, while retaining its brand and strengthening its pre-eminent position in the marketplace.
Berkeley supported Marks & Spencer in developing a five-year strategy and programme of work for its direct-to-consumer business, M&S Direct, in response to a stretch target set by the CEO that called for a five-fold increase in the business over as many years.
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